Human resources article review and analysis

In “Why We Hate HR,” Hammonds () human resources departments and their leaders are not realizing their full potential. Human resources theoretically have one of the most important jobs in a company but fail to add value to organizations because they are focused on the wrong tasks and strategies. Although the author is unnecessarily harsh, accusing human resources professionals of not being the “sharpest tacks in the box,” Hammonds (2005) does make some good points that business leaders should take into consideration. One of the key points of the articles is that human resources departments need to focus more on how to help the organizations gain real value, instead of focusing on meaningless metrics. Performance appraisals and other methods are ineffective at helping firms increase value or achieve long-term strategic objectives. To be more effective—and cost-effective—human resources teams need to play an active role in strategic planning and decision-making.

Only when human resources decisions are aligned with the firm’s strategic objectives can more value be extracted from this important role. Human resources is not just about helping find employees that are a good fit and retaining those employees. The human resources team should care deeply about what the firm needs, but senior managers also need to take into consideration both the “hard” and “soft” aspects of human resources management. After all, managing human resources is not like managing costs and finances. Human beings are far more nuanced and unpredictable.